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From YouTube: Leeds City Council - Executive Board - 19th April 2023
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A
Good
afternoon
everybody
and
welcome
to
the
April
meeting
of
executive
board
and
I'll
just
start
by
reminding
everybody
that
this
meeting
is
webcast.
So
I
shall
turn
to
the
first
few
items
on
the
agenda
and
item.
One
is
appeals
against
refusal
of
inspection
of
documents.
Please,
thanks.
A
B
Sure
should
the
board
be
agreeable
with
the
designations
and
the
respective
reports.
The
following
are
intended
to
be
considered
in
private
at
the
conclusion
of
the
public
part
of
the
meeting
under
access
to
information,
procedural,
Rule,
10.43
and
that's
appendix
2
to
item
8,
which
is
The
Engine
House,
South,
Bank
Leeds
appendix
3
to
item
9,
which
is
eastleigh's
extension
update
and
progress
on
land
disposal
for
the
southern
quadrant
primary
school
and
appendix
2
to
item
10,
which
is
Kingsdale
Court,
affordable
housing
and
regeneration
scheme.
A
Great
thank
you.
I
shall
turn
to
item
three
and
see
if
there's
any
late
items,
please
no
late.
It
owns
a
business
today
chair.
No
thank
you
turn
to
the
board
and
see
if
there's
any
Declaration
of
interests,
I
don't
see
anybody
so
item.
Five
is
the
minutes
of
the
market
meeting
and
I
take
it.
Everybody
is
happy
to
confirm
that
those
are
correct.
A
We
all
are
so
we'll
move
on
to
the
first
paper
on
the
agenda,
which
is
item
six.
Please
cancel
Arif.
C
Thank
you,
chair,
chair
in
leads
people
who
live
in
the
poorest
neighborhoods
are
dying
earlier
than
people
in
the
wealthiest
areas,
13
years
early
for
women
and
11
years
earlier
for
men.
Unfortunately,
we
know
that
the
covered
pandemic
has
also
widened,
Health
inequality,
so
in
in
that
context,
I'm
really
pleased
to
present
this
paper,
which
outlines
our
commitment
to
become
a
marmot
City
and
sets
out
how
we
will
deliver
this
over
the
next
two
years,
working
alongside
Professor
Sir,
Michael,
Michael
Marmot
and
his
team
at
The
Institute
of
Health
equality.
C
Equity
will
help
us
drive
forward
to
address
Health
inequalities,
making
sure
that
we
leave
no
stone
unturned
in
our
efforts
to
improve
the
health
of
the
forests.
The
fastest
Professor
marmot's
team
have
many
years
of
experience
of
supporting
cities
like
Leeds
to
strengthen
partnership,
Supply
evidence
about
what
works
and
to
put
fairness
at
the
heart
of
every
decision.
We
know
that
there
are
issues
across
all
our
Wards
in
the
city
that
have
an
impact
on
health.
C
Working
with
the
team
will
also
help
us
to
ensure
that
we
are
developing
actions
for
everyone,
but
at
a
different
scale
or
intensity.
Based
on
their
needs,
the
mama
approach
will
reinforce
the
excellent
work
we
already
do
in
the
city
need
of
leads.
It
will
support
the
Strategic
Direction
set
out
in
the
best
city
ambition
and
each
of
the
three
pillars,
with
a
particular
focus
in
on
the
first
year
on
best
stat
and
housing.
We
are
now
at
the
start
of
a
two-year
collaboration
with
the
Institute
of
Health
Equity.
C
C
D
I
obviously
support
this
has
been
going
on
for
a
number
of
years
now
progress
towards
being
a
mama
city,
but
I
look
on
page
25
and
it's
just
been
alluded
to
meaningful
consultation
and
engagement
being
a
key
principle
of
work
towards
becoming
a
mama
city,
I'd
like
to
drill
down
on
that.
Just
a
little.
D
It's
really
to
ask
the
chief
exec
concerns
have
been
raised
with
me
over
a
little
while
now
about
our
consultation
practices
and
how
we
Outreach
to
the
different
groups
of
people
and
whether
the
practice
here
really
is
that
the
same
groups
of
people
are
continually
consulted,
but
other
groups
are
not
and
I'm
referring
to
an
exchange
of
Correspondence
chief
executive
that
we
had
about
commonplace
and
the
fact
that
we've
recently
I
understand
agreed
a
continuance
of
the
contract
with
them
and
it's
that's
not
been
out
to
Tender
I'm,
still
waiting
for
a
detailed
reply,
but
I'd
like
some
reassurance
that
about
our
Communications
with
groups,
particularly
groups
referred
to
in
this
paper.
E
Yeah
I
can
certainly
give
assurance
that
we
are
Consulting
widely
with
a
whole
range
of
different
communities
on
a
whole
range
of
issues,
and
there
are
obviously
there's
there's
been
a
particular
concern
raised
previously
by
yourselves
about
a
particular
consultation
that
took
place
and
whether
it
was
reaching
the
you
know.
The
full
range
of
individuals
and
we've
had
that
correspondence
about
that.
E
We're
assured
that
we
have,
but
you
know,
we'll
always
I,
think
make
extra
efforts
to
make
sure
that
we're
Consulting
you
know
as
widely
as
we
possibly
can
lead
to
the
big
and
diverse
City.
We
want
to
make
sure
that
we're
not
just
speaking
to
the
to
the
same
people
when
we
go
into
these
consultations.
I
think
the
recent
budget
consultation
will
be
an
example
where
we
had
quite
a
significant
response
to
that,
and
that
was
quite
wide
and
wide
ranging,
and
you
know
these
days.
E
F
I'll
just
come
in
on
this
because
obviously
this
paper,
it's
in
Council
RS
portfolio,
because
it's
in
public
health,
but
obviously
it
crosses
into
mine
as
well,
but
I-
think
Public
Health
has
got
a
really
good
record
over
the
years
of
the
pandemic
of
reaching
into
the
very
communities
that
are
most
impacted
by
Health
inequalities
and
that
we
most
seek
to
reach
through
being
a
marmot
city.
F
I
think
she
was
too
modest
to
mention
it,
but
I
think
some
of
the
workouts
that
Arif
did
herself
reaching
into
the
community.
She
represents
around
the
vaccine,
for
example,
where,
in
some
of
the
most
deprived
parts
of
the
city,
we
had
the
lowest
uptake
of
vaccines
and
the
work
that
public
health
undertook
to
address
that
and
to
go
into
Community
venues.
F
I
think
that
work
will
stand
Us
in
really
good
stead
in
terms
of
wanting
to
work
very
directly
with
the
communities
where
Health
inequalities
are
most,
whether
it's
the
starkist
inequality
I
think
we've
got
a
good
record
from
the
last
few
years
that
will
serve
us
well
going
into
this
work.
Thank
you.
G
Joe
I've
got
two
lines
of
inquiry
on
this.
One
Health
inequalities
as
well
as
general
deprivation
and
the
inequalities
in
our
city
are
something
which
has
been
a
real
challenge
for
us
for
decades,
and
we
have
Associated
lots
of
different
schemes
to
enable
us
to
make
a
difference.
But
in
many
cases
a
lot
of
those
gaps
are
actually
widening
instead
of
diminishing,
despite
our
best
efforts.
G
So
when
we
are
going
to
enter
into
something
which
is
meant
to
improve
performance
in
this
area,
I
think
we
should
do
so
with
our
eyes
open
and
with
a
good
understanding
of
what
it
is
that
we're
actually
going
to
achieve
through
the
process.
And
what
concerns
me
chair
is
in
paragraph
10
on
page
22,
when
it
talks
about
how
will
success
be
measured?
G
It
says
the
aim
of
the
program
overall
is
to
address
Health
inequalities,
given
the
current
trajectories
and
extremely
challenging
socioeconomic
context.
Discussion
will
be
had
as
part
of
the
development
of
the
monitoring
framework,
whether
success
will
be
determined
by
Improvement
in
key
metrics
or
indications
that
the
current
negative
Trends
have
been
mediated.
G
So
if
apparently,
the
success
of
the
project
will
be
measured,
whether
it
has
better
data
or
whether
the
data
actually
gets
worse,
it
will
still
be
considered
a
success
which
I
think
is
a
little
bit
strange
in
terms
of
understanding
what
we're
going
to
get
out
of
it.
It's
quite
a
substantial
amount
of
money.
I
think
it's
about
130
000!
G
That's
going
to
be
given
to
the
Institute
of
Health
Equity,
which
is
based
in
London,
I,
understand,
I,
think
it's
associated
with
Imperial
College!
Isn't
it,
whereas
today
there
was
an
organization
called
Health,
Equity
North,
which
is
also
apparently
interested
in
place-based
solutions
to
solving
inequality
here
in
the
north
of
England
and
that's
associated
with
lots
of
local
universities
and
I
just
wondered
if
we
had
actually
done
any
Market
testing
to
see
who,
we
might
think
is
preferable
to
be
a
quality
partner
to
work
with.
G
G
Did
it
come
from
councilor
Arif,
or
did
it
come
from
the
director
in
terms
of
this
being
a
good
idea
to
go
forward
with
this
particular
organization,
because
at
the
moment,
I,
as
a
member
of
the
exec
board,
filled
with
a
huge
amount
of
confidence
that
will
be
any
better
off
at
the
end
of
it,
especially
since
none
of
our
neighbors
in
West,
Yorkshire
or
The
Wider
region,
or
even
most
of
the
key
cities,
have
actually
been
associated
with
this
organization.
So
I
just
have
a
little
bit
of
reassurance.
H
Thank
you
chair.
Thank
you.
I'll
I'll
start
Council,
thanks
for
those
questions
and,
and
colleagues
might
want
to
come
in
on
the
first
point
around
current
performance
measures.
H
What
we're
really
clear
that
we're
going
to
do
is
keep
all
of
the
current
ways
that
we
have
on
tracking
Health
inequalities
and
how
well
we're
doing
as
a
city.
So
all
that
will
will
stay
in
place,
so
things
like
life
expectancy
and
the
Gap
in
life
expectancy
in
different
parts
of
the
city,
as
well
as
healthy
life
expectancy.
So
we'll
keep
all
of
that.
H
The
work
that
we'll
do
on
in
addition
to
that
with
Professor
Sir,
Michael
mama
and
the
team
is
to
look
at
anything
that
might
make
us
even
better
at
knowing
whether
we're
closing
the
Gap
to
what
we're
currently
doing
so,
the
the
just
to
just
to
highlight.
That's
one
of
the
process,
things
that
we'll
be
working
on
in
relation
to
the
the
comment
in
the
paper.
H
The
the
the
the
current
challenge
is
that
that,
for
the
places
that
have
that
previously
decided
to
be
Marmot,
cities
like
Coventry,
was
the
first
place
to
go
over
10
years
ago.
Now
and
the
kind
of
headline
a
measure
of
success
was
whether
you've
reduced
that
Gap
in
life
expectancy
between
different
communities
in
your
city.
I.
H
Think
that
the
reason
for
putting
that
statement
in
the
paper
is
that
since
then,
since
that
decade
has
passed,
we're
actually
now
seeing
Health
inequality,
the
Gap
widen
so
when
Coventry
began
began
its
Marmot
city
work
that
the
the
the
rates
were
pretty
flat
and
and
the
reduction
was,
was
a
success
now
we're
seeing
that
that
actually,
the
gaps
widening.
H
So
there
is
a
there
is
a
conversation
around
even
to
stop
that
Decline
and
widening
in
health
inequalities
within
the
current
context
of
post-pandemic
and
the
cost
of
living
crisis,
because
we're
seeing
that
widening
now
different
10
years
ago.
It's
about
setting
real
realistic
expectations
for
changing
the
trajectory
that
we're
we're
currently
on
so
I
think
we
need
an
honest
conversation
about
what
does
success?
H
Look
like
and
success
may
look
like
just
reducing
improving
the
position
of
that
increasing
Gap,
not
to
say
we
won't
be
ambitious
and-
and
we
will
need
to
explore
that
with
the
with
the
team.
H
On
the
the
second
point
about
the
collaboration
with
mama
and
the
team,
the
the
there
is
there
is
a
movement
of
places
across
the
UK
I'm
sure
people
are
familiar
with
who
are
joining
this
kind
of
network
of
Mama
places.
Some
of
those
are
towns
like
Luton.
Some
of
them
are
cities
like
Coventry.
H
Some
of
them
are
regions,
like
GM
of
you,
know
the
the
bigger
regions
Cheshire
and
merseyside
over
in
the
north
west,
so
that
there
is,
there
is
a
collective
direction
of
travel
and
lots
of
learning
from
Mama
and
the
team
that
is
proving
really
effective
in
those
areas
that
that
have
already
started
on
this
journey.
So
we're
saying
we
want
to
be
part
of
that.
H
We
want
to
be
stronger
on
this
agenda
and,
and
so
Michael
mama
is
generally
seen
to
be
the
the
most
respected
source
of
evidence
for
this
work
within
help
the
health
inequalities
Fields.
H
Several
of
us
have
just
come
from
the
events
over
the
road
this
morning
on
the
Health
Equity
North,
which
is
the
northern
universities
talking
about
health
inequalities
all
so
so
we
are
working
with
Northern
universities
and
our
Leeds
universities
on
this
as
well.
So
it's
not
an
either
or
all
of
all
of
the
universities
involved
in
Health
Equity
North
are
also
collaborating
with
Sir
Michael
Mama,
because
they
know
he's
a
leading
academic
on
this.
H
C
Thank
you
for
that
Victoria.
That
was
helpful.
Council
golton,
as
as
I
mentioned
at
the
beginning
of
what
I
said,
Health
inequalities
are
going
in
the
wrong
direction
as
you're
acknowledging
yourself
as
well
in
a
post-pandemic
world,
we
know
that
health
and
qualities
have
always
existed.
They've
got
worse,
they've
widened
post
pandemic
as
an
exec
member
for
public
health.
I'm,
really
proud
that
we're
doing
this
work.
It's
important
work
I'm,
proud
that
we're
delving
a
little
bit
deeper
in
two
particular
areas
best
out
and
housing.
C
Health
is
also
about
your
wider
determinants
and
the
environment,
and
that's
the
point
of
this
work
and
that
support
from
Professor
moment's
team
will
help
us
go
faster
and
quicker,
but
also
identify
where
perhaps
you
know,
as
I
said,
we
need
to
make
sure
every
stone
is
unturned.
So
this
is
really
an
exciting
time
for
us,
but
hopefully
action
that
we
can
take
and
solutions
we
can
have
to
help
support
communities
who
are
living
in
poorest,
health
and
housing
is,
is
the
starting
point
for
that,
so
I
I
think
this
is.
C
This
is
really
positive,
as
a
health
Champion
you've
been
involved
in
these
discussions
as
well,
and
so
everybody
has
been
consulted
and
predominantly
you
know
people
are
absolutely
positive
about
this
work.
So,
just
to
reassure
you,
you
know
I
think
this
is
Professor.
Michael
Martin
is
the
leading
expert
and
he'll
bring
knowledge
and
expertise,
but
in
putting
it
in
a
lead
context.
I
think
this
is
going
to
be
important
two
years
for
us
to
help
hopefully
help
with
those
widening
inequalities.
A
Thank
you.
I
shall
turn
to
the
recommendations
on
page
17
and
I
see
the
board
happy
with
those.
So
thank
you,
councilor
Arif
and
we'll
move
on
to
item
seven.
Please
councilor
Cooper.
I
Thank
you
later
and
item
seven
is
the
Financial
Health
monitoring
position
for
month
11.
and
the
provisional
position
is
an
overspend
of
16.3
million
pounds
and
we
we
have
any
adverse
variation
on.
The
balanced
budget
will
require
use
of
strategic
contingency
reserve
to
to
plug
that
that
overspend
I
think
the
details
of
the
other
spender
in
the
reports.
I
don't
intend
to
go
into
detail
of
them,
but
I'm
happy
to
answer
questions
about
them.
I
I
Think
I
just
like
to
add
that
that
this
month
we
do
ask
there
is
a
recommendation
asking
for
approval
from
executive
board
to
apply
the
remaining
balance
from
Marion
house
Capital
receipt
to
redeem
the
debt
from
22-23
and
therefore
reduce
our
deposition
and
the
MRP
budget
to
be
in
a
more
positive
position,
and
also
any
remaining
balance
from
that
to
go
into
emap
to
reserve
position.
D
Yes,
I
was
going
to
leave
my
comments
on
page
31,
paragraph
11,
but
as
you've
just
addressed
them.
I
ask
my
questions
on
those
first
put
some
figures
on
all
of
that.
Please
how
much
there
is
remaining
in
the
Marion
house
Capital
receipt,
how
much
of
that
or
all
of
it
is
going
to
reduce
the
minimum
Revenue
payment
requirements
and
what
balance
you
expect
to
go
into
the
Strategic
contingency
reserve
equally
on
the
Strategic
contingency
reserve,
you've
already
in
the
budget,
that's
just
been
passed
agreed.
D
The
vast
majority
of
that
budget
is
going
to
go
to
pay
for
the
overspend
that
we
finished
the
year
at.
D
Could
you
confirm
how
much
that
is
to
date
and
then
I
do
want
to
ask
you
about
projections
for
month
12..
Do
we
expect
to
see
it's
worsened?
The
indebtedness
is
already
worsened
from
month
10
to
month,
11.
Will
it
worsen
from
11
to
12
and
if
so,
will
that
additional
balance
also
come
out
of
the
Strategic
Reserve
bearing
in
mind
there
was
damn
all
left
in
the
Strategic
Reserve
anyway,
following
the
call
on
it
in
the
budget
and
I'd
like
answers
to
those
questions,
please.
J
Okay,
thanks
chair
the
Marion
house
reserved
that's
the
capital
reserve
at
the
moment
that
we're
using
for
offset
the
MRP
is
23.4
million.
That's
how
much
will
be
transferring
to
pay
off
the
MRP
in
year.
J
We'll
then
make
a
contribution
to
the
Strategic
contingency
reserve
of
that
amount,
so
that
will
be
in
the
reserve
going
forward
after
we've
funded
the
overspend
in
year
of
16.3
million,
we'll
have
700
000
left
in
the
Strategic
contingency
reserve,
and
that
will
add
to
the
23.4
million
that
we
will
have
released
from
the
mirian
house,
and
we
are
currently
undertaking
the
position
at
the
moment
and
we're
closing
the
accounts,
and
so
it's
too
early
at
the
moment,
but
we're
looking
at
that.
J
It's
going
to
be
around
about
the
same
position
as
we're
reporting
at
month,
11
at
the
moment,
but
it's
very
early
and
we're
just
pulling
all
the
accounts
together
now.
Thank
you.
J
D
Am
I
correct
than
in
saying
that
there's
a
limited
amount
of
money
left
in
the
Strategic
Reserve
account
should,
in
particular
children
services,
add
another
couple
of
million
to
they
ever
spend
and
if
I'm
right,
where
would
you
seek
to
take
that
money
from.
J
D
A
deliberate
policy
to
put
yourselves
in
that
position
so
that
we
don't
find
ourselves
in
even
worse,
even
worse,
financial
position,.
J
No,
the
policy
to
use
the
Marion
house
Capital
receipts
Reserve
in
year
is
because
we
can't
use
that
Capital
receipt
for
transformation
and
and
we
won't
be
able
to
use
it
for
the
MRP
in
future
years.
So
we're
doing
it
in
this
financial
year
to
enable
us
to
release
that
Reserve
for
strategic
contingency
reserve
going
forward.
D
So
then,
on
to
children's
Children's
Services
budget,
we're
all
well
aware
of
the
task
and
finish
group
and
the
savings
and
efficiencies
they
were
due
to
find
looks
a
bit
patchy
at
the
moment.
So
what
are
you
going
to
do
to
give
us
some
more
confidence
that
that
month,
one
two
and
three
in
the
current
Financial
year,
23
24.?
We
aren't
going
to
find
ourselves
in
this
exactly
the
same
position.
J
Please
thank
you,
chair
we're
working
with
the
director
and
Julio
they'll
come
in
in
a
moment,
looking
at
the
key
areas
where
we're
forecasting
the
overspends
in
this
year,
we're
obviously
looking
at
the
trends
that
are
carrying
forward
into
23
24
and
we're
working
through
on
what
we've
provided
for
in
the
budget
and
where,
potentially,
we
might
not
have
provided
enough
and
we're
having
a
look
at
those
and
the
numbers
that
are
coming
through
have
increased
and
it
is
a
national
Trend
that
we're
seeing
that's
happening
within
the
children.
J
The
looks
after
children
area,
but
we
are
working
hard
with
the
director
around
how
we
can
mitigate
some
of
this
Jayla.
K
Just
to
follow
on
from
what
Victoria
said
we
do
have
the
delivery
board.
There
are
a
number
of
work
streams
feeding
into
that
delivery
board
which
have
been
overseen
by
Chief
officers
and
others
and
there's
you
know
particular
focus
on
the
pressures
where
we
have
had
this
year.
So
if
you
know
transport
placements,
Little
Owls
and
the
scrutiny
around
that
is,
you
know
it's
very,
very
robust.
There's
you
know
a
lot
of
activity
going
on.
D
A
a
final
one,
then
Julie
really
well
to
both
of
you
actually
wonderful
that
there's
so
much
scrutiny
from
officers.
Are
you
making
sure
that
elected
members
via
the
scrutiny
committee
are
able
to
look
at
these
figures?
Because
I
guess,
you
I
hope
you're
all
taking
it
as
seriously
as
you
need
to,
because
if
we
have
a
rerun
of
this
last
Financial
year,
the
next
financial
year,
we'll
finish
up
with
the
authority
being
home
below
the
water
line
and
I
want
to
make
sure
elected
members
of
the
scrutiny
board.
K
Yes,
I
mean
we've
been
very
transparent
in
relation
to
our
plans
in
relation
to
the
delivery
Bond.
The
work
streams
that
sit
underneath
and
the
delivery
board
I
have
regular
individual
one-to-one
briefings
with
scrutiny.
Members
and
others
begin
to
have
that
really
clear,
transparent
approach
and
to
keep
them
updated
both
in
terms
of
the
progress
and
also
if
we
do
feel
that
there
is
any
remedial
action
to
be
taken.
J
And
just
to
add
to
that,
we
do
bring
the
budget
action
plans
to
Executive
Board,
which
is
then
goes
to
scrutiny,
and
we
do
regret
those
action
plans
and
monitor
them
throughout
the
year
so
that
corrective
actions
taken.
We
also
do
have
as
part
of
the
revenue
principles
that,
if
directorates,
are
overspending,
that
they
come
back
with
an
action
plan
on
how
that's
going
to
be
mitigated
to
the
next
executive
board.
Okay,.
F
F
Councils
across
the
country
cross
party,
rural
urban
are
all
struggling
with
their
children's
services
budgets
due
to
a
combination
of
the
huge
increase
in
demand,
post-pandemic
and,
frankly,
the
obscenity
of
some
of
the
profiteering
in
the
private
sector.
To
that
end,
one
of
our
strategies
is
about
increasing
our
internal
provision,
as
you
know,
and
as
I
brought
to
exec
board
before,
and
we
have
a
couple
of
those
projects
coming
to
fruition,
which
will
create
some
immediate
Savings
in
this
financial
year.
F
So,
for
example,
we're
hoping
to
well,
we
will
be
opening
acon2
in
June,
which
is
the
the
provision
based
on
our
current
acon
house,
which
will
bring
five
children
that
are
in
expansive
external,
essential
placements
back
into
Leeds
into
our
own
provision.
Similarly,
we're
starting
to
identify
houses
we
can
purchase
which
will
be
part
of
our
new
eight
new
children's
home,
so
thinking
this
Current
financial
year.
Some
of
that
will
come
to
fruition.
F
So
it's
taken
a
while
for
the
work
that
the
board
has
done
to
have
an
impact,
but
the
impact
will
be
in
this
financial
year.
Thank
you
and
just
to
reassure
you,
as
well
as
the
lead
member
I'm
very
involved
in
this
I'm,
regularly
briefed
I'm
updated
on
all
the
you
know,
the
financial
situation
of
children's,
which
is
obviously
very
challenging
in
terms
of
elective
member
oversight.
Thank
you.
E
I
just
wanted
to
reinforce
the
point
about
this
being
a
national
issue.
I
I
sit
on
the
national
board
implementation
board
for
the
for
the
Department
for
Education,
with
other
stakeholders.
National
stakeholders
representing
the
partly
representing
the
sector
and
partly
representing
I,
think
you
know.
Practitioners
and
the
original
request
from
the
Joshua
McAllister
review
was
for
quite
a
considerable
amount
of
uplift
to
get
more.
Basically,
Upstream
worked
on
early
intervention
work
done
like
the
the
work
that
we
know
well
we're
trying
to
do
in
Leeds.
E
The
the
amount
that
was
able
to
be
found
was
was
much
lower
than
that,
but
it
was
a
start
which
was
200
million
and
I
think
there
is
a
general
acceptance
Within
within
the
department
that
Moore
is
going
to
be
needed,
but
there
just
isn't
an
agreement
about
how
much
so
we've
had
I've
been
trying
to
work
with
the
national
civil
servants.
We
had
the
d-luck
lead
finance
officer
up
with
the
the
education
specialist
to
see
the
teams
and
to
meet
everybody,
and
we've
also
worked.
E
We've
all
I've
also
spoken
to
the
treasury
and
Andy
look
about
and
DFE
about
how
we
could
try
and
do
a
sort
of
co-produced
piece
of
work
between
the
sector
and
Whitehall
to
try
and
make
this
case
moving
forward,
because
I
think
there
is
definitely
an
issue
in
demand
nationally
in
the
system.
With
notwithstanding
that,
of
course,
we've
got
to
hit
the
budget
that's
been
set
and
we
need
to
do
all
the
work
that's
been
described.
I
And
if
I
I
can
just
out
and
thank
you
for
everybody's
contributions
on
that,
but
in
terms
of
elected
member
of
site
of
the
budget,
I
meet
on
a
regular
basis
with
Julianne
Victoria
and
and
the
teams
and
Council
of
Anna
to
go
through
the
progress
of
the
work
of
the
delivery
board
and
I
have
to
say
that
the
delivery
Bard
has
really
come
together
in
a
a
collaborative
way
to
to
look
at
how
these
issues
can
be
changed
and
how
the
financial
benefit
and
flow
through
from
some
of
the
changes
that
may
be
able
to
be
made
through
through
that
delivery
board.
I
But
one
of
the
problems
that
we
have
is
that
the
numbers
just
keep
increasing
in
terms
of
children
in
need,
and
and
and
of
course
you
would
expect
us
to
answer
that
need
in
this
city.
And
that's
you
know
exactly
what
we
do.
I'm,
really
confident
that
the
work
that's
already
been
undertaken
both
last
year
and
and
this
year
will
rarely
pay
dividends
in
the
next
12
months
going
forward.
I
Because
of
you
know
the
underpinning
that
that
works
now
done
in
terms
of
the
financial
robustness
within
both
the
children's
department
and
also
flowing
through
to
the
finance
department
as
well.
D
And
we
know
it's
a
national
problem.
Of
course
we
do,
but
we
are
responsible
for
the
budget
that
we
set
and
our
Prime
responsibility
is
to
the
people
of
this
city,
and
that
would
be
the
last
one
to
suggest
that
we
Penny
pinched
when
it
came
to
dealing
with
new
cases,
far
from
it,
which
I
accept,
makes
a
difficulty.
But
when
you're,
looking
at
a
department
that,
in
the
last
10
11
years,
has
overspent
by
60
million
pounds
that
you
have
to
say
we're
coming
at
this
a
bit
late
in
the
day
and
I'm
sure.
D
D
A
A
We
can't
control
the
the
number
of
children
and
young
people
in
the
city
who
are
in
need
of
our
support
and
if
they're,
in
the
families
as
well
and
and
that's
got
to
be
something
there's
loads
of
work,
we
do
around
trying
to
prevent
that
and
support
families,
But,
ultimately
you're
right,
we're
not
all
this
work.
We
do
isn't
going
to
hinge
on
reducing
the
amount
of
support
we
give
to
people
who
need
it,
who
need
an
entitled
to
it
for
our
for
our
young
people.
A
I
do
think
it's
also
worth
saying
as
well
around
you
know
the
I
know
the
Financial
Health
monitoring
item.
It
feels
very
routine
here
now
after,
however,
many
years
you've
been
having
it,
but
to
bring
a
monthly
update
to
a
cross-party
executive
board
is
unusual
across
local
government.
I.
Think
it's
part
of
the
strength
of
our
system.
Council
got
you've
been
waiting
a
while.
Please
would
you
like
to
comment.
G
Thanks
chair
I
was
hoping
that
the
issue
I
was
going
to
raise.
It
would
be
covered
by
other
people,
but
it
hasn't
in
terms
of
our
care
pressures.
G
My
group
in
particular,
have
been
advocating
for
quite
some
time
for
the
development
of
a
mixed
economy
and
that's
an
awful
word
to
use,
but
it's
what
is
used
in
children's
services
in
terms
of
the
delivery
of
care,
because
we
lost
a
lot
of
our
Council
owned
Care
Homes
over
time,
and
we
did
lose
quite
a
few
of
our
Foster
carers
over
time,
which
meant
that
we
were
more
prone
to
the
private
sector
which
got
ever
more
Amalgamated.
G
Private
Equity
firms
got
involved
and
therefore
the
profit
motive
got
entrenched,
but
there
are
still
a
lot
of
independent
contributors
to
care
that
are
in
the
system
and
we
should
be
enabling
them
to
work
with
us,
but
also
in
terms
of
making
sure
that
once
we've
made
a
decision
to
increase
our
provision
within
the
council
that
we
have
the
ability
to
deliver
it.
G
G
Looking
after
our
staff
and
making
sure
that
we've
got
a
really
good
recruitment
policy
and
retention
policy
is
key,
especially
when
just
next
door.
We
have
a
council
in
distress
in
terms
of
their
children's
services,
who
are
doing
everything
that
they
can
to
invest
in
their
quality
of
care,
which,
of
course,
is
delivered
by
human
beings,
and
some
of
those
people
might
currently
work
in
Leeds.
And
so
we
might
have
a
pressure
on
our
ability
to
deliver
as
well.
G
So
I
just
want
some
reassurance
that
we
have
the
means
to
work
cross
boundary
to
ensure
that
we're
not
Peter
isn't
losing
out
to
Paul
in
the
old
adage
and
that
were
and
that
we
can
build
together
our
capacity
as
councils
to
deliver
the
best
care
with
retained.
F
Whilst
it
will
always
be
the
case
that
we
will
need
some
placements
that
outside
of
leads
in
the
private
sector,
where
children
have
very
bespoke
specific,
complex
and
challenging
needs,
actually
I
used
the
word
of
Sanity
earlier,
and
it
isn't
a
vicinity
that
so
much
money
is
currently
going
into
the
private
sector
across
the
country,
because
there
is
such
an
increase
in
demand
on
providers
have
behaved
incredibly
unscrupulously
over
the
last
few
years,
but
also
it's
a
national
issue,
because
a
lot
of
councils
do
not
have
their
own
children's
homes
and
do
not
have
a
thriving
fostering
Community
as
we're
doing
Lance
is
the
biggest
fostering
local
Authority
I'm,
currently
chairing
a
subgroup
of
the
national
children
and
people's
board,
which
is
a
cross
passport.
F
It's
one
due
to
used
to
chair
when
she
was
our
leader.
Sorry
bonus
Blake
used
to
turn
when
she
was
our
leader
and
I'm
sharing
a
subgroup
specifically
about
sufficiency,
because
it
is
an
issue
across
the
country.
F
She
and
many
councils
are
either
doing
what
we're
doing
and
expanding
the
number
of
children's
homes
they've
got
or
they're
going
into
that
market
for
the
first
time
and
similarly,
I
think
every
council
is
really
focused
on
Recruitment
and
Retention
of
foster
careers,
because
actually,
that's
not
only
the
most
economic
way
of
providing
the
support
that
I
looked
after
children
need
it's
also
about
keeping
children
in
leads
and
in
provision
that
we
know
is
high
quality
because
part
of
the
challenge
of
this
national
issue
around
the
amount
of
money
councils
are
losing
in
a
private
sector.
F
Is
that
it's
not?
You
know,
there's
been
numerous
examples,
some
of
which
have
been
in
the
news
where
it's
not
it's
not
high
quality
proficient
so
actually,
I,
don't
really
agree
with
you
about
the
mixed
economy,
whilst
I
think
we
will
always
need
some
provision
outside
leads
I
think
we
should
be
providing
as
much
as
we
possibly
can
ourselves
so
that
our
children
are
in
leads
in
our
outstanding
Services.
F
You
know
that
we
know
are
high
quality
but
I'll
I'll,
handle
and
in
terms
of
cross-border
cooperation.
Two
you'll
be
able
to
talk
more
about
that
through
her
contact
with
other
dcs's,
but
one
of
the
other
ways
that
we're
losing
money
nationally
is
on
agency
fees.
Again,
that's
been
in
the
news
and
the
DCS
is
in
the
Hall
of
Yorkshire
signed
a
memorandum
of
and
cooperation
about
what
they
will
pay
as
a
maximum
fee
for
agency
staff,
because,
frankly,
there's
been
a
lack
of
leadership
about
that
nationally.
F
There's
not
a
you
know:
there's
not
a
legal
limit.
What
you
can
pay,
there's
not
been
any
national
leadership
around
that,
but
DCS
is
in
regions
across
the
country
have
done
what
we've
done
in
Yorkshire,
where
dcs's
have
signed
an
agreement
of
what
they
will
pay
as
the
maximum
fee,
so
that
you're
not
in
that
awful
situation
of
outboarding
trying
to
update
each
other
with
public
money
but
I'll
hand
over
to
Julie
for
the
more
detail
about
that
and
the
recruitment
to
the
children's
homes.
K
Thank
you
I
suppose,
perhaps
just
beginning
with
the
very
rich
and
varied
offer
that
we
do
have
in
Leeds
for
our
children,
you
know
so.
We've
got
a
great
offer
in
relation
to
our
own
in-house
foster
care
placements.
We
have
just
developed
an
additional
level
of
foster
carers,
who
you
know
will
have
particular
skills
and
expertise
with
working
with
adolescents,
because
we
recognize
that
this
is
a
growing
need
within
the
city.
We
have
our
kinship
carers.
K
We
do
have
our
independent
Foster
associations,
as
has
already
been
mentioned,
that
our
plans
to
create
an
additional
eight
children's
homes
in
the
city.
For
you
know,
small
group
homes
for
a
maximum
of
two
children
and
one
of
the
other
things
coming
out
of
the
national
care
review
led
by
Josh
McAllister,
is
a
recommendations
for
local
authorities
to
work
regionally
to
look
at
develop,
paying
Regional
care
cooperatives.
Now,
that's
a
you
know,
really
positive
opportunity
for
leads
to
work
with
other
local
authorities
across
the
region.
K
The
the
purpose
of
those
Regional
care
cooperatives
will
be
for
local
authorities
to
collaborate
in
relation
to
the
planning.
What
I
suppose
needs
analysis.
You
know
in
terms
of
what
is
the
need
across
the
region
planning
commissioning,
delivering
that
care,
we're
very
well
placed
in
Leeds.
We
have
the
white
rose
framework
and
leaders
of
local
Authority
has
a
lead
role
in
that
framework.
So
again,
that
is
an
area
that
we
will
be
progressing
in
relation
to
Recruitment
and
Retention.
We
have
an
ongoing
role
in
program
of
recruitment
for
our
residential
children's
homes.
K
We've
done
a
lot
of
work
in
relation
to
that.
It
is
about
growing
our
own
staff
as
well.
You
know
so.
We've
had
a
number
of
Staff
who
perhaps
have
been
family
support
workers,
youth
workers,
who've
we've
supported
to
develop
qualifications
and
who
then
in
10,
have
worked
and
do
continue
to
work
in
their
children's
home.
So
there's
something
about
us
being
very
creative
in
terms
of
growing
our
own.
I
If
I
can
just
thank
everybody
for
their
contributions
on
this
item
and
just
to
add
about
they,
there
is
some
Regional
work,
also
being
undertaken
around
Recruitment
and
Retention
and,
and
that
includes
Children's
Services
employees
as
well.
So
there's
there's
lots
of
work
being
undertaken
in
this
area,
but,
as
we
know,
it's
difficult
to
recruit
in
lots
of
different
service
areas
at
the
moment,
so
we
are
undertaking
some
work
in
Leeds,
regionally
and
nationally
on
this
issue.
A
L
Thank
you
leader,
so
our
agenda
item
eight
is
the
engine
housing
on
the
south,
Duncan
Leeds,
and
this
report
sets
out
an
opportunity
to
secure
the
future
refurbishment
of
the
grade.
Two
listed
engine
house,
it's
located
within
the
center
of
town,
the
tower
Works
site
and
independent
valuations
have
demonstrated
that
The
Engine
House
Is
Not
viable
without
Grant
support.
So
it
is
proposed
that
the
council
disposes
of
the
property
at
market
value
to
the
adjacent
landowner.
L
D
D
And
that
was
the
whole
point,
yeah
and
Charlie
in
support
of
this
sensible,
Way
Forward.
Let's
get
the
job
moving.
How
long
has
it
been
in
public
or
semi-public
ownership?
I,
don't
know
where
it
was.
You
bought
it
Tom.
A
L
L
This
group
art
sets
out
progress
to
me
today
on
the
construction
of
the
easy
Derby
to
Route
the
development
of
the
easily
extension
and
the
next
steps
in
relation
to
the
proposed
disposal
of
council
owned
land
at
Leeds
Road.
It's
meeting
approach
for
use
as
a
new
primary
school
and
the
related
delivery
of
community
infrastructure
in
the
middle
and
southern
quadrants
of
these
Leisure
extension.
L
Well,
the
site
to
be
brought
forward
for
a
primary
school
and
Community
facilities
to
meet
sport,
England's
requirements,
two
of
the
three
playing
pitches
are
to
be
relocated
to
council
owned
land
at
Windmill
Grange.
This
work
is
programmed
for
the
for
summer
2023
in
terms
of
being
agreed
in
principle
for
the
construction
of
the
school
and
subsequent
disposal
of
the
land
to
the
free
school
operator.
The
school
will
be
delivered
by
the
Department
of
Education,
who
will
be
responsible
for
all
design,
development
and
planning
submissions
for
the
scheme.
Thank.
D
Community
facilities
I
take
it
we're
still
pursuing
I,
think
there's
a
medical
center,
and
at
least
one
shop
or
shops
is
that
still
part
of
the
of
this
proposal,
because
it
seems
to
be
with
a
mission
there.
It's
referred
to
and
then
not
referred
to
again.
M
Yeah
there's
an
indicative
plan
in
the
paper
chair,
which
shows
the
proposed
layout
in
terms
of
the
school,
the
access
road
and
then
a
retail
facility,
which
will
probably
be
food,
retail,
counselor,
Carter
and
health
facility,
so
that
that's
the
proposal
of
what
we're
working
towards
we've
got
to
secure
both
the
retail
operator
and
the
health
provision,
but
their
active
work
streams.
M
A
L
Thank
you
very
much,
so
this
is
Kingsdale
Court,
affordable,
housing
and
regeneration
scheme.
This
report
sets
out
progress
with
acquisition
and
regeneration
of
King
cell
cart
in
the
bucket
Hill
priority
neighborhood,
which
is
in
seacroft
and
related
to
this.
The
emerging
case
for
possible
use
of
compulsory
purchase
powers
to
enable
the
delivery
of
new,
affordable
housing
on
the
site.
L
So
it's
actually
brought
to
prove
the
council's
acquisition
of
initial
portfolio
of
40
out
of
a
total
of
88
Flats
at
Kingsdale
court
and
gave
in
principal
support
to
further
Acquisitions
under
existing
delegations
to
directors
to
enable
the
Assembly
of
all
other
interests
in
the
site,
proposals
to
acquire
and
regenerate
King
sale
carts
through
the
provision
of
good
quality,
affordable
housing,
clearly
aligned
with
the
best
cities
Ambitions
a
mission
to
tackle
poverty
and
inequality
and
improve
quality
of
life
for
everyone
who
calls
Leeds
homes
and
our
ambition
to
be
a
marmot,
City
and
housing
is
extremely
important
in
those
Health
outcomes.
G
Chair
you'll,
recall,
I'm,
not
sure
if
counselor
Hayden
was
in
charge
of
the
department,
then
that
when
this
was
originally
discussed
executive
board,
it
proved
controversial,
because
there
was
another
privately
owned
estate
that
was
looking
to
be
purchased
by
the
council
so
that
it
could
be
refurbished
and
provide
70
new,
affordable
Council
homes
and
the
council
ruled
against
it
because
they
didn't
feel
that
the
housing
types
were
appropriate
for
new
Council
houses
that
the
council
wished
to
deliver
anyway.
G
So
we've
got
this
particular
scheme
coming
back
now
and
I
was
just
interested
to
understand
that
in
the
options
which
are
put
forward
before
us
today,
refurbishment
is
one.
But
apparently
the
council
is
seriously
considering
now
I'm,
not
saying
that's
the
wrong
thing
to
do.
I'm
just
saying
it's
surprising,
given
the
response
that
you
previously
had
to
the
refurbishment
of
historic
properties
and
my
secondary
question
is:
are
we
going
to
achieve
the
same
cost
envelope?
Her
affordable
house
delivered,
as
was
originally
intended.
M
D
You
felt
two
wrongs
never
did
make
a
right,
didn't
they
and
personally
I
State.
My
own
preference
here
I
think
these
should
be
demolished
and
we
should
build
a
new
estate
in
there
built
to
the
standards
that
will
that
will
achieve
our
objectives
and
so
I'm
more
than
happy
to
welcome
the
report
as
I
say:
I,
don't
think
that
two
wrongs
ever
did
make
a
right
and
let's
deal
with
the
the
case.
That's
before
us
now
not
go
back
to
one
where
I
might
agree
with.
Stewart
mistakes
were
made.
D
Well,
let's
not
make
them
on
this.
One.
A
G
Was
just
a
matter
of
context
and
clarification,
but
one
of
the
reasons
why
I'm
concerned,
in
terms
of
the
overall
cost
envelope
potentially
Rising,
is
that
the
alternative
outcome
that
was
suggested
by
the
council
was
that
when
the
Sugar
Hill
estate
was
redeveloped
by
the
Housing
Association
that
the
council
identified
to
deliver
a
new
estate.
G
Sorry
that
the
suggestion
was
that
the
council
might
wish
to
buy
new,
build
properties
from
that
Housing
Association
to
deliver
new
Council
housing
in
that
Ward,
and
if
other
housing
projects
are
proving
to
be
more
expensive
than
intended,
then
the
ability
to
do
that
kind
of
arrangement
is
less
likely
to
happen.
So
I'm
just
doing
that
in
terms
of
ensuring
that
we
are
going
to
get
as
many
Council
houses
for
the
money
that
we
intended
to
begin
with,
and
at
the
moment
it
sounds
like
you
just
don't
know
right
now,.
M
Martin,
please
yeah.
The
intention
is
given
the
good
progress
that
we've
made
with
the
acquisition
and
I.
Think
I
I
will
stress
that
when
we
bought
the
paper
in
February
21,
we
had
no
ownership
on
this
site
whatsoever.
There's
a
series
of
complex
free,
Freehold
and
leasehold
Arrangements
across
88
flats
and
in
the
intervening
period
we've
managed
to
acquire
the
Freehold
and
79
of
those
Flats.
M
So
we've
made
very
considerable
progress
and
it
shows
a
clear
intent
that
we've
done
final,
nine
remaining
that
we
will
have
in
in
at
a
future
point
in
time
the
ability
to
redevelop
the
site.
The
paper
does
say
that
the
comprehensive
acquisition
and
Redevelopment
of
the
full
site
is
for
thought
to
be
the
most
appropriate
Way
Forward.
M
Although,
as
I
previously
said,
we
will
bring
a
paper
to
you
in
due
course
to
determine
that,
where
you
can,
you
can
and
make
a
decision
on
that
proposition
and
that
will
then
lead
us
to
be
able
to
bring
forward
the
site
with
the
business
case
for
for
the
housing,
and
that
is
the
intention
that
we're
working
towards
chat.
L
Thank
you,
chair
I
mean
it
is.
This
is
really
going
to
be
really
positive
for
this
area
and
I
agree
with
councilor
Carter
that
we
need
to
focus
on
what
my
preference
would
be
Demolition
and
making
building
really
sustainable
low-carbon
houses
and
that
people
can
afford
to
heat
and
enjoy
living
in
that,
except
for
the
future.
L
Rather
than
and
that's
exactly
what
is
happening
in
Sugar
Hill,
it's
quite
a
different,
and
it's
quite
cancer
golson's
quite
right.
My
fabulous
World
colleague
and
Deputy
leader
was
in
charge
of
this
part-time
portfolio
when
this
was
brought
forward
and
it's.
But
what
we're
going
to
see?
L
What
we're
seeing
in
Sugar
Hill
is
the
development
of
socially
affordable
fortitude,
socially
affordable,
Housing
Association
well-built
future
approved
housing
that
that
the
community
of
Sugar
Hill
when
they
moved
back
there,
will
really
really
enjoy
living
in
and
enjoy
living
in
as
a
community,
and
that
could
only
have
happened
with
a
very
hard
work
of
both
elected
members
and
officers
of
this
Council,
and
because
it
was,
you
know,
it
was
going
to
go
as
Council
Carlton
quite
rightly
knows
for
very
expensive
executive
housing,
and
this
Council
turned
it
round
and
levered
in
Holmes
England
grants
which
the
Housing
Association
can
do,
making
it
a
viable
option
to
have
and
socially
affordable
housing
in
an
area
of
the
city.
A
Thank
you,
councilor,
Hayden
and
I'm,
going
to
turn
to
the
recommendations
on
page
146
and
I.
Take
it
everybody's
happy
with
those
who
do
it
have
a
third
set
of
pink
papers
to
discuss
in
the
private
section
of
the
meeting
around
list.
So
at
that
point,
I'm
going
to
bring
the
meeting
to
a
close
and
thank
everybody
for
attending.